The Total Leader Embraces the Inevitable
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The Total Leader Embraces the Inevitable
Inevitable TOO!
Chuck Schwahn and Bea McGarveySignificant contributions: Pat Crawford, Duff Rearick, and Jay Scott
Mass Customized Learning
Inevitable TOO!
3
the meeting was . . . Inevitable
Inevitable TOO!What Total Leaders
DOto manage
the MCL Vision
What Total LeadersARE LIKE
as managers ofthe MCL Vision
CORE VALUES & PRINCIPLES OF
PROFESSIONALISM
PERFORMANCE ROLES
(3 for each Domain)
5
The TOTAL LEADER for Productive Change
TheAuthentic
Leader
TheVisionary
Leader
TheCulturalLeader
TheQualityLeader
TheServiceLeader
The TOTAL LEADER for the MCL Vision
6
The TOTAL LEADER for the MCL Vision
TheAuthentic
Leader
TheVisionary
Leader
TheCulturalLeader
TheQualityLeader
TheServiceLeader
DEFINES theREASONfor MCL
FRAMES the PICTURE
of MCL
DEVELOPSOWNERSHIP
for MCL
BUILDSCAPACITY
for MCL
ENSURESSUPPORT for MCL
7
The TOTAL LEADER for Productive Change
AuthenticLeadership
VisionaryLeadership
CulturalLeadership
QualityLeadership
ServiceLeadership
“MCL hasmeaningfor me!”
“MCL is clear, exciting, doable, INEVITABLE!”
“I want to be part of making MCL a reality!”
“I (we) canMake MCL a
reality!”
“Our leadersare really helping!”
Inevitable TOO!
What Total Leaders DOto manage the MCL Vision
15 PERFORMANCE ROLES(3 for each Domain)
In Chapters 1 – 7 . . .
Rubrics for Reflection
Self-Assessment
Planning Your Improvement
What isthe degree
to which I . . . ?
What are thestrategies I will doto improve my . . .
What/who are the resources that will help
me improve my . . . ?
THE AUTHENTIC LEADER (REASON)
PR # 2: What is the degree to which I model the Values, Beliefs, and Guiding Principles of Mass Customized Learning
Vision?
In Chapter 3 . . .
4INNOVATING
3 APPLYING
2DEVELOPING
1BEGINNING
I can help others understand the importance of having and modeling Values and Beliefs/Guiding Principles of the MCL Learning
I explain to others which MCL Values and Beliefs/Guiding Principles I am modeling, and how and why I am doing so. (Talk the walk)
I model the Values and Beliefs/Guiding Principles of our MCL Learning Community. They “run through my veins.” (Walk the talk)
I do not work from a set of explicitly stated Values and Beliefs/Guiding Principles.
THE VISIONARY LEADER (PICTURE)
PR # 5: What is the degree to which I define and describe the ideal Mass Customized Learning future for the Learning Community?
In Chapter 4 . . .
4INNOVATING
3 APPLYING
2DEVELOPING
1BEGINNING
I ensure that all work in the Learning Community is moving toward the MCL Vision. (Keeper of the vision)
I can respond to “what do we do now” questions with suggestions consistent with the MCL Vision. (Clarifier of the vision)
I “paint the outline” of MCL, and “allow others to collaboratively fill the canvas.” (Communicator of the vision)
I expect that each department or Learning Center creates its own vision of what they will look like when they have realized the MCL Vision. (Consensus builder around the vision)
THE RELATIONAL LEADER (OWNERSHIP)
PR # 8: What is the degree to which I create an open, change-friendly Mass Customized Learning culture?
In Chapter 5 . . .
4INNOVATING
3 APPLYING
2DEVELOPING
1BEGINNING
I am the lead story-teller of examples of our MCL Vision.
I strategically create and honor tangible forms of culture which reflect our MCL Vision (heroes, heroines, rituals, ceremonies, traditions).
I led the creation of a vision of our preferred culture with 3-5 cultural norms.
I can identify the characteristics of and norms of an empowering, change-friendly MCL culture.
Inevitable TOO!
What Total Leaders ARE LIKEas managers of the MCL Vision
CORE VALUES &PRINCIPLES OF PROFESSIONALISM
In Chapters 3 – 7 . . .
Core Values of the TL
What they mean
What they look like
ALIntegrityHonesty
VLOpennessCourage
RLIntegrity
Commitment
QLExcellence
Productivity
SLRisk TakingTeam Work
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INTEGRITYThe uncompromising adherence to moral and
ethical principles; soundness of moral character
1. Discerning what is right and what is wrong;2. Acting on what you have discerned, even at
personal cost;3. Saying openly that you are acting on your
understanding of right from wrong.
“Who you are . . . is how you lead.”
There is no escaping!Leadership Development is ultimately
Personal Development17
OPENNESS HONESTY TRUSTWORTHINESS
VISION COURAGE
INTEGRITY
Leadership
19
Essential Elements of Mass Customized Learning
What differentiates MCL from other change efforts
In Chapter 2 . . .
You are not doing MCL unless . . .OR
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How the Inevitable: MCL Vision is Unique
1. NO Industrial Age, Assembly Line2. How is the Learner Outcome Best Learned3. Intrinsic Learner Motivation4. Learner and Professional Role Changes5. Accepting of Cross-Industry Learning6. Technology as Transformer of School Structure7. ePortfollio Management System
“Mass Customizing” Defined
• Not just meeting your individual needs . . .• But meeting everyone’s needs, simultaneously . . . • Other professionals get to work with one client
at a time . . . great, but that’s not mass customizing . . .
• Teachers have 25 - 30 clients at a time . . .• Now that’s “Mass Customizing” . . .
22
The Incongruent Walrus
In the Epilogue . . .
“Congruency” is aboutaligning perception and reality
Congruency is the “correlation”
between
what the leader perceives he is doing
with
what direct reports perceive the leader is doing.
Duff Rearick
Au-thentic-
ity
Vision Culture Quality Service3
3.25
3.5
3.75
4
4.25
4.5
4.75
5
Leader
Staff
Stronger Congruency
Au-thentic-
ity
Vision Culture Quality Service3
3.25
3.5
3.75
4
4.25
4.5
4.75
5
Leader
Staff
Weaker Congruency
Au-thentic-
ity
Vision Culture Quality Service3
3.25
3.5
3.75
4
4.25
4.5
4.75
5
Leader
Staff
Variations Across Focus formentoring/reflection(lack of congruency)
The End
. . . or is it the beginning?
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